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Scary stuff... | October 2010 |
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Greetings!
So. Now we know. The financial and economic course has been set, and we're on track for recovery. We're told...
It's a scary time - perhaps not goulish; hopefully not foolish...
As ever, we get different interpretations on events and regarding forecasts, with the only certainty being the eventual outcome. Although you might wonder whether that is so, given the events at Old Trafford...
Regardless, organisations can't be lead looking backwards, analysis-paralysis, or endless meetings. Nor by waiting for certainty, before you make decisions. Fortune might not always favour the brave, but waiting until you're absolutely certain surely makes success less likely. So, this month, we explore doing the right things in the right way, for the right reasons. Your first action is to read this newsletter, and see if anything strikes a chord... As ever, please share your views on these and other opinions on our 'blog, and read our latest utterances on twitter. |
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Deciding to decide...
...or perhaps not. I was in two minds, but now I'm not sure...
As many euphemisms as there are reasons to prevaricate. And yet so many organisations that I know, and on occasion have belonged to, seem to take forever to make a decision. And then don't make it stick terribly well.
And so the cycle goes on, feeding on itself. If decisions take too long, and then are frequently changed, it seems little wonder that people won't take future decisions seriously. And a decline might set in, with lowered morale and muddy thinking leading to fudge.
The other big barrier to making decisions is Analysis-Paralysis. That's where you spend so much time thinking, weighing up the options, and procrastinating, that you don't make a decision at all. Or are forced to, when you haven't been able to form a clear view. I've seen that so often in business management when those 'given' operations leave things until they're forced to decide. Then do so on a hunch. Could this be you...?
Then it's a perfect time to review an article from Bain and Coy, a global business consulting firm, all about decision-making. The authors give live examples of how poor decision processes slow you down. Go read Decide and Deliver, and take the test.
Unless you'd rather not, yet: or want to think about it. While you do, take some time to consider why things take forever to get done. If they do... And wonder why competitors get there, quicker. |
Processes. Dull, but necessary. And costly...
Believe it. Over many years of Operations Management and business leadership, we've seen numerous examples of poor process management leading to low quality output; high error rates leading to continual repeat work; unnecessarily high costs; and very avoidable sales barriers.
Our experience is that investing time in reviewing processes can be hugely rewarding. Admittedly a little daunting to start with, once people go through the steps involved in process mapping, they get really energised - and yes, excited at the opportunities they identify to make things easier. Less complex. With better first-time results. And improved Management Information.
Using Blueprint - cloud-computing software from Lombardi and IBM, with immediate feedback and great visuals, remembering that every picture tells a story, people get engaged. Pretty much straight away, too.
We won't guarantee it - but we're so confident that you'll see the benefits of spending as little as three days reviewing and redesigning just one process, that we'll offer the first half-day workshop entirely free of charge.
Contact us now to see how we can make a real - and immediate - difference to you. We can be reached at 08448 484853 or emailed, here. |
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Change. Management. For the better. 
Sometimes it seems riskier to make changes, and so organisations accept the status quo. Which itself is all too often a precursor to accepting that change doesn't impact on you at all. Or your clients. Or your suppliers. Or the economic climate.
So maybe change has to happen. That doesn't make it any less risky, of course. So, a few thoughts formed from long experience. We hope they help you at least take the biggest decision. To make things work differently; or better; or more profitably; or less expensively. - Be clear. On the reasons for change; on the future direction of the organisation; and the methods to be used to analysis existing patterns and new options. And be consistent - nothing breeds uncertainty more than uncertain leadership;
- Be consistent. People are less likely to believe if leaders disagree, especially publicly - it's when change is happening that staff identify or read more into cracks in senior management relationships. We've seen it happen - and you know that people see more than you think;
- Plan and implement with people on board. Remote planning without input from those affected at best loses their commitment, and at worst encourages guerilla tactics. Either way, you lose support and make things less likely to happen;
- Communicate. And then, communicate some more. People like to know what's going on, and when the moment is right, you should. Involve people who know more about the impact of change than you do - they're more likely to identify shortfalls or obstacles, and more likely to give commitment.
A final thought on the difference between 'change' and 'transition'. They are not the same thing. Change happens when management decrees it should. The new system; the changed policies; a different way of working. Transition is the process people go through when learning and implementing the changed 'thing'. It takes longer, and so your change programme needs allow for that additional investment of time and resources. You'll stand a better chance of success. If you need help with change, call us on 08448 484853, or email us here. Go on. Make a difference.
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Getting Vocal...
 Communication. A vital ingredient in business - and in today's now climate, appropriate speed of communication can be as important as the message itself. And successful organisations are increasingly reviewing their communications strategies to make sure their message is heard.
Inside and outside, too. SMS (texting!) is an increasingly important means of getting a message out to a wide distribution list, quickly. Or, as I experienced on Saturday, a good way for taxi firms to keep you informed of expected arrival times. Whether promoting new products or services in a B2C business, or wanting to get messages out to a dispersed sales or workforce, SMS works.
As with sales and marketing, so with Business Continuity. Communicating with different audiences, often as diverse as disparate, needs early consideration in any Incident Management process, before people panic, or presume, or make uninformed decisions.
That's why we've partnered with Vocal, a leading supplier of business continuity solutions, business critical messaging and emergency communications. Their iModus system handles thousands of calls - and can work with you to send your message instantly. Whenever you need it. In an emergency, or not.
Go look at them, and think about how you might benefit from this system. And while you're thinking about that, perhaps review how your current Business Continuity plans might need adapting.
Of course, you already do that every year. Don't you... |
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